Portfolio Management — Work closely with clients, the PMO manages program area project portfolios to establish priorities with clients for new projects and plan resources accordingly. We also report on the status of current active projects and maintain program area roadmaps. We support managers in developing proposals for investment in projects or other initiatives with sound financial analysis, and manage and track the financial transactions for those initiatives. We assist managers in hiring, leaves of absence, terminations, and promotions.
Organisations and methodologies use similar but different terminology with subtly different meanings to describe teams that support projects. One key distinction is whether the team is seen as managing, controlling, monitoring or supporting the work - but that's not always obvious from the name.
Watch out for the following titles: Project Management Office - provides support for the project manager and the overall project Project Support Office - ditto Project Office - ditto Programme Management Office Office administration project provides support for an overall programme, ie the set of related projects which collectively deliver an overall change for the organisation Portfolio Management Office - prioritises and supervises all programmes to optimise resources and value PMO - can mean any of these Any good project manager and PMO needs to take account of all success factors, not just focus on the team and tasks that they directly control.
Progress, dependencies, constraints, issues and costs may need to be identified across projects and with the business, its customers, suppliers and other stakeholders.
A Project Office might only be administrative in nature. In other cases, a whole range of cross-project specialist issues and services might be provided.
Where a project has several sub-teams addressing different, but related, aspects of the project, it is Office administration project necessary to identify individuals to control common issues across the various aspects. These roles might be placed in specific sub-teams or they might be defined as functions within the Project Office.
Some organisations have a PMO that supports multiple projects, allowing economy of scale and the provision of specialist services. This might also provide support and oversight for the programme or the whole portfolio. In terms of the options for your PMO setup, here are some elements to consider.
Some organisations use a PMO for the command and control of projects.
This might enhance the strength of the management approach, but can detract from the natural ownership of the initiative and weaken relationships. Some organisations give a central PMO control over aspects that should be standardised across all projects, eg technical architecture, languages, tools, documentation, etc.
This is always an important business function, but might alternatively be handled by a different organisational unit. Programme level PMO activities address the overall planning and control. During the work, all aspects of project management might be consolidated, for example, to give an overall view of progress and benefits.
The PMO will also be focusing on cross-programme issues such as managing the interrelationships, dependencies, change control, quality, etc. This level of PMO team might also be a good place to house the many specialists and support services that would be of benefit to individual projects, for example, planning experts, cyber security, people change, training.
Each individual team must retain primary responsibility and accountability for its own planning, control, reporting and performance. This might be supported by a project PMO. In the smallest projects, the Project Manager may need to do such things personally.
In the largest projects, there is likely to be a whole team of people providing services to the Project Team. Here are some typical roles for the Project Office; the most common roles are listed first.
Note that these are all roles where the specialist advice, management, control or support would be applied across all sub-teams and aspects of the project.
Description Administrator Handles day-to-day administration such as team communications, procedural controls eg documentation control, issues controlfiling, organising meetings, tracking whereabouts of participants, obtaining facilities, services and materials as required.
Project planning and tracking assistant Handles the main detailed workload of creating, consolidating and managing project plans. Updates progress tracking information and reports. Secretary Provides a resource for all typing needs.
Receives and routes telephone calls. Typically, the Project Office Manager is also the lead for the specialised project management tasks such as detailed planning and tracking. Graphics support Specialist graphics staff to create visual content - eg website content, presentations, diagrams Technical support Installs and maintains the team's technology - eg servers, networks, PCs, software.
Provides technical assistance to team members. Assesses needs for change. Plans strategy and tactics to achieve that change.
Manages and controls activities to bring about change. Ensures adequate training is received as required. Solutions Architect Has responsibility for the design of the overall business solution, including applications, processes, organisational design, procedures, facilities, etc. Defines and oversees testing programmes.
Web Master Responsible for the creation, development and maintenance of the project's website s.
Provides specialist advice regarding web components of the business solution. Technology Architect Has overall responsibility for the technology architecture.
Ensures the technology design meets all needs, across sub-teams and functions. Configuration Manager Responsible for the version control of the various deliverable components.Upgrade to Office and get the latest Office applications, installs on multiple PCs/Macs and devices, 1 TB OneDrive cloud storage per user, tech support, and other services with your subscription.
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